Women in Higher Education Pathways to Leadership Pamela L. Eddy, Ph.D. The College of William and Mary Virginia ACE Conference

Introduction Definitions Portrait of Women in Higher Education Students Faculty Leaders Staff Leadership Action

Agency The capacity of an agent to act in the world Ability to make choices Ability to impose those choices on the world Links to Structure Limitations on opportunities Influence on type of opportunities

Waves of Feminism—Empowering Women First Wave 19 th and early 20 th centuries Suffrage movement Access Second Wave 1960s-1970s Women’s Liberation Movement Reproductive rights Access and equal right to work Women-“second sex” Third Wave 1990s to the present Diversity “The glass ceiling” Matrix/Intersections

Changes over Time Access to higher education Shifts from “Mrs.” goals Opening up of “male” degrees Accomplishments “Firsts” Capacity

Portrait of Women in Higher Education Majority of Students Majority of Staff Positions Variability in Faculty Ranks More women in lowest positions More women in community colleges Women in Leadership

Students—Attendance Patterns

Students—Diversity

Students/Fields of Study Female Disciplines=Lower status and lower pay Healthcare: 79% women; 21% men Education: 79% women; 21% men Blended Disciplines Business: 51% men/49% women Social Science: 51% men/49% women Biological/Biomedical Science: 41% men/59% women Male disciplines=STEM Engineering: 83% men; 17% women Computer Science: 82% men; 18% women (National Center for Education Statistics, 2009).

Faculty—Institutional Factors

Faculty—Rank

Faculty—Discipline

Administrative Leadership

Staff Gendered hierarchy/structure Males in top leadership Women in lower level positions Sticky Floors/Glass Ceiling 63% of non-professional staff 85% of clerical staff

Ideal Worker/Gendered Organizations Ideal Worker: Based on individuals who have a someone at home to take care of home issues while they concentrate on work. Gendered Organizations: Organizations that advantage the male norm and power. Disembodied work More men in top positions

Leadership Theories Trait Theories Power and Influence Theories Behavioral Theories Contingency Theories Cultural and Symbolic Cognitive

“Women’s” Leadership/ Great Man “Women’s” Leadership Participatory Sharing Power Generative Judged within gender rules Relationships “Men’s” Leadership Authoritative Top-down power Transaction/Compliance Direct language Gender is invisible/male norms

Collaborative Leadership Leadership throughout the organization Lateral decision making Systems oriented Learning environment Shared power Inclusiveness/diversity

Multidimensional Leadership Gender Male Female Communication Top Down Participatory Sensemaking & Framing Step-by-Step Visionary Connective Competencies Minding the Bottom Line InclusivityFraming Meaning Systems Thinking Leader A Leader B Leader C Leadership Schema

Thinking About Leadership

Voices of Women Leaders

The White House Project Report: Benchmarking Women’s Leadership (2009) Work to achieve a critical mass of women in leadership roles in every sector. Use financial resources strategically. Collect and analyze the data. Amplify women’s voices in the public arena. Maintain accountability through setting targets. Improve flexibility in workplace structures.

Action for Agency; Action for Change Students Acknowledge diversity Promote gender awareness Mentoring for Access Staff Preparation for promotion College committees Mentors

Faculty Strategic “yes’s” Avoiding administrative overload Search committee diversity Leaders Development opportunities Practice collaborative leadership Committee appointments Family friendly policies Action for Agency; Action for Change

Action Plan for You Reflection on values Planning next step Reaching out—collaborating Gaining experience Testing the waters

Thank You Pamela L. Eddy The College of William and Mary